Case Study Of Elektra Products, Inc. Essay

The Elektra Products Inc has faced the problem market dole out was declining in competition of foreign and domestic area impudently increases ideas were hardly a(prenominal) and far morale was low at all time and employees were actively seeking new jobs. Because they are disenchanted by the current polish and they may see management as untrusted in their abilities.Barbara Russel, a manufacturing wrong-doing president has been assigned by Martin Griffin, Elektras new CEO who really recently make the challenge As we face increasing competition, we lack new ideas, new energy, new sprit to pull in this companionship great. An the source for this assortment is you individually of you, to lead a squad up which result implement a political platform to flip-flop management style to a decentralized fundamental law than encourage employee putment in management processing. Ms Russell forms an active team that snuff it hard to achieve management change. And Ms Russell would allow employees to make decision suitable at their positions. When the Mr Griffin is not participate in see the department heads responses are not workable. The resi spatial relation is happen at the middle level management when implementation is done.In answering commencement exercise sub- motion of the question no 1 of How might top management hasten done a better job changing Elektra products into a new kind of organization?, we would like to express that top management could ready included the middle and lower level managers,and the employees in the teams. The team should re accent received instruction on the concept behind sanction, and how the design was to have employees at all levels taking responsibility for decision making, at that level, and accepting responsibility for the results. And letting them understand that positive attitude is essential in every step and every task to be done, is often motivated on the different hand.For second sub-question of the ques tion no 1 of what might they do now to get the empowerment process moxie down on track?, it is no doubt that getting the program back on track, Mr Griffin call for to bring managers and employees at all levels into the teams, afterwards all involved have learned what the new management access entails. And assigning the tast of quick and easy to win to every team endure them in gaining the motivation.In answer of question no 2 of poop you think of ways Barbara could have avoided the problems her team faced in the meeting with department heads ? we would like to answer that Ms Russel could avoided the problems her team face by including the department heads in her team, and charging them with identifying the challenge and obstacles to high performance in their departments. She to a fault should have required them to apply this approach to all levels in their departments. say-so management means granting say-so to subordinates. Her team actually tried to empower lower level management without including them in the solution.In answering the question no 3 of If you were barbara Russell, what would you do now ? Why?If I were Barbara Russell, I would push slowly to reform and work for gradual support from the other teams and I would support Martin to realize the problems with inter-departmental chat that exist at Elektras product as he may not have been with the comp either for long enough a period of time. Encouraging Martin to meet with apiece department head in advance and try to collect education about the corporate socialization and separately department heads opinion of his empowerment campaign and so, he might have had abetter idea as to how he should implement his reforms. Second, by having each team membership consist of only onedepartment, each team habitually brought their ideas for each department to change and that did nothing to contribute to the paltry departmental dialogue.The most important things for Barbara to do is to communicat e to Martin the existing problems concerning communication and trust between departments. Barbaras other choices, to push ahead with stern determination while the CEO remains ignorant to the real cultural standard, is doomed to failure if for no other reason than that Barbara has no explicit clout among the rest of upper management, and thus not enough weightiness to throw around to effect change. She could try to make new teams or to debate the proposals of her team, but she may not carry enough authority to lead the other departments in such an action. Such actions could inevitably strain the current inter-departmental communications further and may not provide any positive results without lots of hard work. Once Martin is made aware of the light communication relationships that currently exist, steps provide be made to blast the problem from a different angle. Barbara, by confronting Martin on these issues, servesherself and the campaign by showing her supervisor that she is both interested in his idea and its winner and by providing Martin with necessary insight into the corporate culture that he may have yet to fully realize. As a CEO whos main function is to please the stock holders of this publicly traded company, Martin should value the randomness Barbara can provide him as it would serve to both increase his plans potential for success and to please his bosses.Once he is made aware of the current situation, Martin willhave a better hold the line on just what the problems are that exist at Elektras product and how to solve them. As the CEO, Martin should take a strong management stance and exert his power over the department heads by clearlydemarking the chemical chain of command. Done effectively, Martin would thus have established among upper management that his ideas will be implemented and that it would be wise to support him in the campaign. This can be done by simply repeating his credos among the employees, by beingness very clear on his ideas, and by encouraging open plow among the levels of upper management. This serves to not only define the company goals but to initiate a new sense of purpose among the employees through strong leadership.Next, Martin needs to regroup the initial project teams so that each team consists of a variety of employees from different departments. Having employees from different departments actually work with and speak to each other is the first step to eventually tearing down the communication barriers that currently exist in the company.Thismethodology serves other useful purposes as well.As well, by having a team make-up that is cross-departmental, when teams present their ideas in that location will no longer exist a you against us attitude. At this point it would be nice to know more about Martin andhis register in the corporate world, and the relationship between Barbara and Simon. With this knowledge, it becomes possible to study Martins management style and track record s o that more authorised conclusions can be drawn concerning what he should do. As well, knowing how Barbara and Simon touch can offer guidelines to how Barbara may be able to use Simon as an information tool for gauging employees opinions regarding the empowerment campaign and the corporate culture in general. This is just the first step towards launching Martins empowerment campaign and turning the company into a motivated, profitable entity. Much work has yet to be done to ensure that Electra-Quik even has a ascertain of becoming a market leader again, although Martin is correct in his desires to change the corporate culture.